Open paulvi opened 9 years ago
Let’s look at basic Agile sprint. All team follow Agile, but not all for example
Without numbers, it is impossible to apply math.
Agile is saying to be good as team can and improve over time, but there’s no such thing as Level 1, Level 2 of Agile
Now if we say to a team, “look, if you do all that numbers work, you are actually doing QWM - Quantitative Work Management that is part of Level 4 of CMMI, cool ah?. Team member don’t need to learn of CMMI, but it is just a line or grade that our team may set as (long term) goal.”
So the question “do we need to spent 1 hour per sprint to stay on Level 4” is much easier to answer than “how much time and work we need to spend for planning activities”. It is also more tradable with client managers. (Similar to showing some static code analysis results vs repeating “we need more time to improve architecture, software internal quality”) *1
Now how we can get managers support for such initiative and still keep developers happy (not overburdened ) with how they choose to work.
For me there are more questions, than answers though.
1: Economics of Software Quality http://ardalis.com/economics-of-software-quality
a. Architect role http://www.ibm.com/developerworks/rational/library/mar06/eeles/index.html